Most quality professionals have experienced this moment. A process improvement initiative is completed. Procedures are updated, the team is trained, and for a period of time everything works exactly as intended.
When manufacturing leaders discuss operational challenges, “culture” becomes the catch-all explanation: “Our culture doesn’t support discipline like Asian manufacturers,” or, “We need to change the culture around quality,” or, “It’s a cultural resistance to following
In a connected world, opportunities are more about who you know than what you know. Whether it’s a job, making a sale, or finding your next great new hire, you’d be a fool to miss some great opportunities to build your network.
Manufacturing leaders often focus on technology, automation, and efficiency metrics to drive productivity. But the reality is that most KPIs on the factory floor still depend on people.
The great systems thinker Russell Ackoff had a provocation that stayed with me: A system isn’t the sum of its parts. It’s the product of their interactions.
In the high-stakes world of modern manufacturing, environmental, health, and safety (EHS) management is no longer a back-office checkbox.
Across manufacturing floors, pharmaceutical labs, and industrial supply chains, AI is moving from experiment to infrastructure.
One of the most exciting aspects of building a high-performing team is recruiting the people for it. There’s nothing better than finding that really talented person who wants to come work with you.
Quality leaders know that an audit rarely fails because a company lacks documentation. It fails because the information exists somewhere but can’t be retrieved, verified, or executed consistently when it matters.
Most of us become managers because we excelled at our previous jobs, not because we had a grand vision for leadership.